Despite the differences in marketing strategy, each restaurant participates in the community on a philanthropic level, simultaneously doing “good” and helping residents become familiar with their name. “We do a lot of charity events,” said Keeler. Concordantly, part of Kimpton’s business philosophy actually necessitates restaurant participation in a nonprofit organization. For example, Taylor noted that on Bastille Day, each property in the city held an event in which proceeds went to Trust for Public Land, an organization devoted to land conservation. Palette contributes to the art community by showing local artists’ work in the restaurant—living up to the restaurant’s namesake.
Other hotels share this philanthropic philosophy. Capital Hotels and Suites held a fundraising event for victims of Hurricane Katrina. In an effort to benefit St. Jude Children’s Research Hospital, L’Enfant Plaza Hotel recently held a weeklong “Flavors of Valencia” celebration in the hotel’s restaurant, the American “Sea” Grill, showcasing regional Spanish cuisine prepared by both visiting chefs and American “Sea” Grill staff.
Palette, Finn and Porter and the Kimpton restaurants also share the challenge of trying to establish themselves as a separate entity while maintaining a relationship with their hotel. Although Keeler admits that hotels are becoming more receptive to innovative dining ideas, the arrangement is not without its conflicts. “Everybody wants a hand in it, but this is the concept, this is what you bought into,” said Keeler.
Finn and Porter i
s owned by the Hilton Restaurant Group, a company that ventures into a business partnership with the hotel rather than dividing the marketing strategies as Kimpton does, which means more compromise but essentially more control over the product. For example, the menu cannot be too daring as a result of hotel management’s expectations. “We use the same quality ingredients, but a simpler presentation,” said Andreas Georgakoupolis, Finn and Porter’s executive chef.
Keeler, however, understands the inevitable conflicts in any business partnership and takes it in stride. “You can’t bite the hand that feeds you.” Despite the compromises, the menu covers a wide variety of tastes, including monster-size steak offerings, such as the 20-ounce Porterhouse, and fish so fresh guests might look for the boat on their way out. The sushi bar too sets Finn and Porter apart from your average hotel restaurant.
Similarly, Horwitz noted the difficulties in trying to appease hotel staff while simultaneously preserving the restaurant’s originally intended concept. When asked what the biggest challenge was, Horwitz said, “It’s really bureaucratic, the steps to make changes are a lot more tedious because of all the channels you have to go through.” Yet Horwitz gleams when she discusses the Madison’s reputation as well as its high-caliber clientele. “I’m proud of this hotel. We get clients we normally wouldn’t if we were standing on our own,” she said.
Hotel restaurants certainly have an added amount of pressure when it comes to service, but the emphasis on guest importance is refreshing. More important, the staff recognizes good service is the key to beating the competition. “Restaurants are a dime a dozen…. We have plenty of competition, but the most important thing is taking care of your guest. If you take care of your guest, they will come back; if you make them feel special they will remember you,” Horwitz said.
Taylor echoed Horwitz’s sentiment: “Our places are welcoming. We’ve made [guests] comfortable with the furniture, appealing and fun to be in, and it makes people want to sit down and have a few drinks and some food.”
Additionally, the pride the managers have in their business undoubtedly plays a key role in the hotel restaurant revolution. Each individual interviewed expressed a genuine belief in their product and the potential to stand out above the competition. “I talk to people who stay in the hotel and the restaurant is the deciding factor because they don’t have time to go outside of the hotel and actually look for the caliber of restaurant that we provide,” said Keeler.
Stellar service, community involvement and unique concepts are causing many capital area diners to reconsider their choices. And word of mouth must have something to do with it because people are definitely talking. “My ultimate goal is for everyone—tourists and residents alike—to really understand what this restaurant is and see the value in it like I do,” Horwitz said. “I think it’s a great place.”
Vanessa LaFaso is an editorial intern for The Washington Diplomat.
